Monday, March 21, 2022

Sweet W116: We Take A Spin In The First-Gen Mercedes-Benz S-class




On the occasion of our first drive of the revised 2018 Mercedes-Benz S-class, we also were afforded the opportunity to drive an example of the first Mercedes to use that model designation, a W116 version, and the contrast was marked. The S350 indicates a 3.5-liter engine in this example, this being from the days when the model designation still related to engine displacement. Under the hood was a V-8, smooth-running although with a rather lazy idle鈥攊t spun so slowly that it seemed almost on the verge of stalling, yet it never did. When stirred, however, the engine could get this stately sedan up and moving. The three-pointed star at the end of the hood would rise in response to a determined prod of the accelerator. Body roll is generous, but even after nearly four decades, the big Benz exudes a hewn-from-metal solidity that many of its contemporaries lacked. We would have driven it happily all the way to Bonn, perhaps to take a meeting with German chancellor Helmut Schmidt鈥攚ere he still around. The sensation of driving鈥攐r even that of being in a moving vehicle鈥攊s so much greater here than it is in today鈥檚 car. The latest S-class, its vast, pillowy cabin suffused with computer screens and colorful mood lighting, is nearly capable of driving itself. It feels as if the model is taking another historic turn, one in which autonomy and isolation rise to the forefront. The W116 S-class was all about making the best-driving luxury car; the new S-class seeks to be the best possible luxury conveyance for an era in which driving is perceived more as a chore than a joy.





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Last week, I was involved in some interesting conversations on issues that slows organizations down and the role leadership play in leading to or resolving of these issues. One such teething issue was how to get employees/new leaders understand the meaning of cultural fitment and further to avoid people/culture misfit cases early in their lifetime at the company. Not an easy problem to define, let alone attempt to solve it. We did try and delve into root causes and solutions to avoid these situations from happening. One root cause that emerged prominently was that employees or leaders themselves don't get enough feedback timely. Feedback mechanisms mostly are under-leveraged in most of the organizations. One could argue that for the feedback mechanisms to work, there really are 2 players. One is the feedback seeker, other is the one who provides the feedback. This division just about, sounds right. But if we broaden our view for a moment, there's another crucial consideration.





In addition to these 2 players there's also an invisible element called as intent. Simply put, if the intent to provide feedback or to receive feedback is missing then the feedback mechanisms won't serve the intended purpose. Feedback without intent really is like human being without a heart or a life without purpose. Without appropriate intent, feedback mechanisms are reduced to check list items. One may get the task done but still be far from reaching the outcome. If intent is so important, then who is responsible for ensuring that it's presence in the organization culture. It has to be the leader of the organization. I was recently reading this book 'Trillion Dollar Coach'. I was fascinated by the story of how Eric Schmidt (former Google CEO) conducted his staff meetings in the presence of his coach, Bill Campbell. 1. Being open to being coached by someone requires one to break the barriers in the mind.

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